1. LABOUR MANAGEMENT PARTNERSHIP\ COOPORATION J a ogar

3. Introduction  Human/Labour focus Management ?

4. Collaboration vs confrontation?  Collaboration is a working practice whereby individuals work together for a common purpose to achieve business benefit.

5. Cont.,  Collaboration at the conceptual level, involves:  Awareness – We become part of a working entity with a shared purpose  Motivation – We drive to gain consensus in problem solving or development  Self-synchronization – We decide as individuals when things need to happen  Participation – We participate in collaboration and we expect others to participate

6.  Mediation – We negotiate and we collaborate together and find a middle point  Reciprocity – We share and we expect sharing in return through reciprocity  Reflection – We think and we consider alternatives  Engagement – We proactively engage rather than wait and see

8. Confrontation  a hostile or argumentative situation or meeting between opposing parties.  conflict, clash, brush, fight, battle, contest, encounter, head-to-head, face-off, engagement, tangle, skirmish, collision, meeting, duel, incident, high noon; More hostilities, fighting, warring; conflictclashbrushfightbattlecontestencounter head-to-headface-offengagementtangleskirmish collisionmeetingduelincidenthigh noonfightingwarring  set-to, run-in, dust-up, shindig, shindy, showdown set-torun-indust-upshindigshindyshowdown  "a peaceful protest turned into a violent confrontation with police"  a situation where two players or sides compete to win a sporting contest.

9.  Confrontation implies hostility, although like a fight, a confrontation can involve actual violence, or just a clash of words. A confrontation often refers to a military encounter involving opposing armies.  Sometimes as trade unions you need to use this method when all else fails.

10. Work place conflict  As organizations strive to achieve their goals, they are often met with challenges they must overcome as a team. Challenges leave room for conflict between members, other organizations, communities and other parties involved in the organization’s mission. While “conflict” often has a negative connotation, the effects of conflict within an organization can be positive and negative.

11. Sources of conflicts in a partnership  Value disagreements.  Personality conflicts.  Communication misunderstandings.  Doubts about priority need for partnership.  Confusion over differing degrees of members’ autonomy.  Different power interests.

12. Dynamic Mutually oriented Objectives of Labour Management  Goal Achievement  Goal Harmony  Sustenance of enterprise and Structure Maintenance  Productivity improvement  Efficiency promotion  Changed management  Quality of work life

13. LABOUR MANAGEMENT RELATION  The field of labour relations looks at the relationship between management and workers, particularly groups of workers represented by a union. The relation between them should be more harmonious and cooperative than conflicting this can create an environment conducive to economic efficiency, proper motivation, enhanced productivity employee development and including generating employee loyalty and mutual trust.

14. strategy  It becomes imperative to develop effective strategies to ensure the above is made to be highly beneficial.  Hence a strategic labour relations plan is an imperative.

15. WHAT IS A LABOUR RELATIONS STRATEGIC PLAN AND WHY IS IT NECESSARY?  Much of labour relations in the Federal sector is reactive, with little or no planning involved. Both labour and management spend much time and effort reacting to each other, but rarely spend time trying to develop effective approaches to conducting labour relations to achieve the goals of the agency and the union.

16.  A labour relations strategic plan is an effort to do just that-to identify the goals in labour relations desired by labour or management, individually or jointly; to determine the strategy needed to reach those goals; and to develop the actions needed to carry out that strategy.

17.  Developing such a strategic plan allows the parties to move away from simply reacting to each other, towards an approach where they have a clear understanding of the best way to operate effectively to accomplish the mission of the agency and achieve their labour relations goals.

18.  An effective strategy incorporates the best approach to dealing with both labour law and labour relations.  A strategic plan can be useful not just for parties who are having problems in the conduct of labour relations, but also for parties with a successful relationship who wish to jointly plan further enhancements in their relationship.

19. Telling questions  Are we satisfied with the present labour- management relationship at the agency?  If we are conducting traditional adversarial labour relations, are we being successful; in other words, are we winning often enough?  Are we spending more time dealing with significant workplace issues than we spend reacting to actions by the other side?

20.  Are we satisfied with the results of our labour-management partnership council?  Is there a clear understanding of what the agency wants to achieve in its conduct of labour relations?  Is there a clear understanding of what the union wants to achieve in its conduct of labour relations?

21.  If we are not satisfied with the current state of labour relations, do we have a plan in place to change the relationship?  If the answer to a majority of these questions is no, then it probably would be worthwhile for the parties to develop a labour relations strategic plan.

22. Approaches to LMR  Before labour and management can determine what the best strategy is for the conduct of their labour relations, they must first determine what their current approach to labour relations is.

23. COMPLIANCE STRATEGY  A compliance strategy relies on the enforcement of rights and obligations created by statute and by contract. This is the predominant strategy used in the federal sector, as well as in the private sector. The effectiveness of this strategy depends on the ability and skill to force the other party to do what the law or the parties' contract requires it to do.

24. issues  There are clearly defined winners and losers. Compliance is beneficial to the party with greater staying power and with greater skill in the process. Having greater staying power and greater skill can equate to winning more frequently and thereby being more successful.

25.  There is no need to trust the other party. The normal arms-length interaction which characterizes adversarial relationships does not rely on the parties' commitment or mutual trust. The parties don't have to get along to be adversarial. The parties simply use the various legal processes to adjudicate their rights, without relying on an effective relationship.

26.  Litigation can be costly, both in terms of financial and other resources.  Adversarial relations can result in continual escalation of warfare between the parties. Winning may become more important than the underlying issue. What otherwise may be trivial issues become significant to the parties and turn into matters of principle that end up being litigated.

27.  To be successful, a party must have a high degree of knowledge of the law and skill at advocating its position. Lack of a high degree of knowledge and skill is a serious disadvantage to a party using a compliance strategy.  A compliance approach does not improve the relationship between the parties. It can lead to serious damage to the ability of parties to communicate effectively concerning issues of mutual concern.

28. COLLABORATION STRATEGY  A collaboration strategy relies on the use of an interest-based approach to solving problems that otherwise would be resolved through the enforcement processes provided by the Statute. It relies on both parties acknowledging that each brings value to the table. It requires a high degree of trust and commitment.

29.  In a collaboration strategy, the parties develop effective communication processes and work together to take advantage of opportunities that present themselves. A true collaborative relationship relies on the expressed interests of the parties, not the requirements of the Statute. In a collaborative strategy, the union is involved early in the decision- making process, before management makes final decisions. Pre-decisional involvement is the normal approach used by the parties.

30.  Collaboration does not involve co-management of the agency by the union.

31.  Collaboration should strengthen the role of the union as the representative of the employees, not interfere with its responsibility to employees. In a collaborative setting, the role of final decision- maker with respect to the exercise of management's rights is left to management. In those situations when agreement cannot be reached by the union and management, management makes the ultimate decision.

32. issues  A well-crafted collaborative solution improves the quality of the decision-making, as well as reduces subsequent problems arising from the actual implementation.  Collaboration also tends to increase the level of trust between the parties, which can lead to increased communication, which in turn results in better understanding of each side's concerns and better resolution of disputes

33.  It may have a negative effect on the respective constituencies of labour and management. Union members may perceive a collaborative union leadership as being "in bed" with management and only looking out for the leadership's personal interests and not the interests of the employees. Likewise, management may lose the support of lower-level management who may believe that upper management has "sold out" to the union.

34.  Collaboration can also take longer to bring about change because using an interest-based approach sometimes takes longer than traditional bargaining.  Collaboration uses a new set of skills which are different from those required to be effective in a compliance environment. These new skills require changes in individuals' attitudes and approaches in how to deal with others.

35. COMBINATION OF COMPLIANCE AND A COLLABORATION STRATEGY  Most case scenario

36. ASSESSING THE CURRENT STRATEGY  The following questions needs to be answered while doing the assessment.  Are disputes between labour and management more likely to be resolved using enforcement processes rather than interest-based processes?  Is a considerable amount of time spent in third-party proceedings?

37.  Is pre-decisional involvement rarely used to provide union involvement in changes in working conditions?  Do union and management rarely work together to solve problems?  Are difficult issues dealt with through traditional bargaining?  Is interest-based bargaining rarely used to solve bargaining issues?  Is the level of grievance activity high relative to the number of employees in the bargaining unit?

38.  Do union and management consider each other adversaries in resolving disputes?  Is the other side not to be trusted?  "yes" to the majority of these questions, then they are probably using a compliance strategy predominantly  "no“ by both parties to a majority of these questions, then they are probably using a collaboration strategy predominantly.

39. Now  What style are you using in your establishment and how can you describe its suitability?